Axios C-Suite: How to talk about "scary" AI

• I was an early and eager AI adopter — a self-described "AI lab rat" — and we use it throughout Axios. That means I get asked different versions of this question, both internally and on podcasts.
• My default view on internal comms: silence is deadly. You're either defining and describing yourself — or others will, via speculation, gossip and angst.

A C-Suite reader emailed after last week's issue with a sharp objection: CEOs shouldn't put complicated or controversial beliefs in writing because there's no such thing as "internal" anymore. Everything leaks.

• They're half-right. It will leak. So write the version you'd be happy to see on X.

Here's how we think about (and describe) this AI moment at Axios:

• What we believe: This IS the most powerful technology of our lifetime, with the potential for both unthinkable benefit and harm. We aggressively, but responsibly, leverage it for customers and staff because it's smart business and allows us to better understand and explain it to everyone.
• How this applies to YOU: Be very clear about what you actually believe about AI and your company. Your staff wants to know — desperately.
• How we use it responsibly: We use AI to scale our journalism more widely and efficiently and handle automatable work we don't really want or need to do. In EVERY case, we demand deep human oversight until we are certain our solutions are safe, reliable and verifiable. We see no upside in taking any risk in using AI until we've validated its safety and efficacy.
• How this applies to YOU: Every company or team should have a governing AI philosophy that everyone understands. Why and where you use it are vital components.
• What we won't do: We will not put our data, our readers' privacy or our reputation at risk in pursuit of quicker automation or AI use. Truth is, we don't need to. Our company works with or without AI, so we only pursue and implement work that serves our readers and staff.
• How this applies to YOU: Be clear about your own red lines. Don't underestimate the internal worries about how AI could harm the company or your employees.
• What it means for staff: We decided early on to give every person AI access, encouragement and space to experiment. This was — and is — the correct call. We want everyone to understand how to smartly and responsibly leverage AI for their personal work. This decision has allowed us to grow faster AND move a few people into brand-new roles made possible by our early AI moves.
• How this applies to YOU: Put aside the claims of catastrophic AI outcomes for a moment. Most employees fear AI could erode or eliminate their job, their unique skills and knowledge, their meaning. We need to shoot straight about how we, as leaders, help mitigate this risk.

• What happens if things go bad: It would be reckless and irresponsible for me not to contemplate the bad outcomes outlined by top AI leaders and researchers. We're in the unique position of using our media platform to bluntly and clinically explore and illuminate grave concerns. We do this aggressively, commanding the attention of powerful voices across government, business and AI. We then apply this knowledge and thinking to our own AI use, tightening our governance of how we use it and how we protect our systems and values as the tech evolves.
• How this applies to YOU: There is no great answer here — but silence suggests you're not thinking deeply about or planning for it. Most are reassured to simply hear your latest thinking and know you're on the case.

The bottom line for CEOs: This is a generational topic that isn't going away. In fact, it'll grow more complicated, more political, more controversial. It's our duty to guide our people through it.

• Here's a link to a staff memo I sent yesterday that touches on different dimensions of this.

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